Number of Customers (#)3. Annual sales/Customer ($)4. Customers lost (#)5. Average duration of customer relationship (#)6. Average customer size ($)7. Customer ratings (%)8. Customer visits to the company (#)9. Days visiting customers (#)10. Customers/Employee (#)11. Field Salespeople (#)12. Field Sales Management (#)13. Average time from customer contact to sales response (#)14. Sales closed/Sales contacts (%)15. Satisfied customer index (%)16. IT investments/Salesperson ($)17. IT investments/Service and support employee18. Support expense/Customer ($)19. Service Expense/Customer/Year ($)20. Service Expense/Customer/Contact ($)Firms that exhibit a low number of customers lost and a high duration of customer relationships clearly have a competitive advantage. The Customers/Employee and the Sales Closed/Sales Contacts ratios can be used to gauge efficiency of a firm. However, not all firms have the infrastructure in place to measure such data. For example, not all salesman record each sales contact. Moreover, this data could easily be manipulated by a salesman if he or she desires a better ratio. There is a high likelihood of corruption if these figures are tied to bonuses or rewards.Edvinsson and Malone have assumed that satisfaction data can be obtained from the customer. Unfortunately, the customer may not desire to be bothered with a survey of his or her satisfaction. Administering such surveys carries a considerable cost, as well.Process1. Adminstrative expense/Total revenues (%)2. Cost for administrative error/Management revenues (%)3. Processing time, outpayments (#)4. Contracts filed without error (#)5. Function points/Employee-month (#)6. PCs/Employee (#)7. Laptops/Employee (#)8. Administrative expense/Gross premium (%)9. IT expense/Employee ($)10. IT expense/Administrative expense (%)11. Administrative expense/Gross premium (%)12. IT capacity [CPU & DASD] (#)13. Change in IT inventory ($)14. Corporate quality goal (#)15....
